university of technology, jamaica mentorship manual
TRANSCRIPT
UNIVERSITY OF TECHNOLOGY, JAMAICA
Mentorship Manual
“Mentoring is a brain to pick, an ear to listen, and a push in the right direction.”
John C. Cros
Volume
2
UNIVERSITY OF TECHNOLOGY, JAMAICA
Mentorship Programme
The Department of Student Services Tel: (876) 927-1680-8 Ext: 2267
Fax: (876) 970-4713 Email: [email protected]
The Alumni Relations Office Tel: (876) 512-2087 Fax: (876) 970-2225
Email:[email protected]
Table of Contents
I N T R O D U C T IO N … … … … … … … … … … … … … … … … … … … … … . . 1
M E S S A G E S … … … … … … … … … … … … … … … … … … … … … … … … . . . 2 - 6
U N IV E R S I T Y R E G IS T R A R , D I V IS O N O F S T U D E N T S E R V I C E S & R E G IS T R Y
A S S IS T A N T R E G I S T R A R , S T U D E N T S E R VI C E S
C A R E E R A N D P L A C E ME N T O F F I C E R
A L U MN I R E L A T IO N S O F F I C E R
T H E C O N C E P T O F ME N T O R IN G … … … … … … … … … … … … … … 8
T H E N A T U R E O F U T E C H ’ S M E N T O R IN G P R O G R A M ME … … . 9
E - ME N T O R I N G … … … … … … … … … … … … … … … … … … . . 1 0
E X P E C T A T IO N S … … … … … … … … … … … … … … … … … … … … … … . . 1 1 - 2 3
M E N T O R S
M E N T E E S
B E N E F I T S IN A N U T S H E L L… … … … … … … … … … … … … … … … . 2 4
G E T T IN G S T A R T E D … … … … … … … … … … … … … … … … … … … … . . 2 5 - 2 6
B U ILD IN G R E LA T I O N S H IP S … … … … … … … … … … … … … … … … . 2 7
C R O S S WO R D P U ZZ L E … … … … … … … … … … … … … … … … … … … . . 2 8
M E N T O R S H I P P R O G R A M M E
1
INTRODUCTION
The Mentorship Programme at the University of Technology, Jamaica, is a
collaborative effort between the Department of Student Services and the Alumni
Relations Office. The programme is designed to develop and fine-tune the skills of
third and final year students with a view to aiding their integration into the
professional world of work. The Mentorship Programme places emphasis on the
development of the students’ life skills outside of the classroom through one to one
interaction with specially selected professionals who will perform the role of
mentors. These mentors, selected from the University’s alumni, staff as well as
other professionals, will provide the positive motivation necessary for the students
to become well-rounded individuals, assist in developing leadership skills and form
linkages in the professional community. Participants may enjoy mutually satisfying
relationships as they seek to develop a better understanding of people and form life-
long friendships. The programme supports the University’s commitment to
providing a holistic approach to the education of its students and therefore seeks to
develop the whole person through this channel.
2
University registrar’s Message
Mrs. Mercedes Deane
It is with great pleasure that I extend a warm welcome to
all mentors and mentees of the UTech, Ja. Mentorship Programme. We are in a time
where students need guidance and counselling on how to navigate the uncertainties
behind, among other things, career planning and professionalism. Most importantly,
self-development is of tantamount importance as we seek to undergird students
through the Mentorship Programme.
As you actively participate, I trust that this experience will be mutually enriching
both professionally and personally. My sincere hope is that you will benefit from
the programme and find it to be a rewarding experience.
3
Assistant Registrar’s Message
Mrs. Dorrset Gabbidon-Pottinger
It is with great pleasure that I welcome you to the UTech,
Jamaica Mentorship programme. You have made an excellent decision by choosing
to be a part of this programme. The aim is to foster and develop professional
relationships and lifelong friendships between mentees and mentors.
The university’s mentorship programme is an unintrusive transition and support
programme aimed at preparing students for real life work experiences ahead.
Mentoring is a strategy for development at any age, and benefits both mentees
and mentors. Therefore, we urge students to use this opportunity to gain
knowledge, advice and wisdom from their mentors in order to become valuable
members of the UTech, Ja. community, the nation and the global workforce.
Likewise, it is our hope that our mentors get a chance to share their experiences
and knowledge, whilst reflecting on their own career and personal development.
4
Career and Placement Officer’s
message
Mr. Maurice Colquhoun
I am elated to welcome all mentors and mentees
of the UTech, Ja. Mentorship Programme. Regrettably at this time students are
going through university without the right consultation. Students should be able
to have and find mature professionals who may not necessarily have the right
answers, but can be a source of help and encouragement. The Mentorship
Programme exists as the vehicle through which students and industry
practitioners can be paired together for the formation of unique networking
relationships.
My sincere hope is that students will capitalize on this opportunity as the
programme offers a means for professional/personal growth, counselling, and
advice. Additionally, my desire is that mentors will seek to offer themselves and
service for the enhancement of students’ welfare.
5
Alumni Relations Officer
message
Ms. Cheryll Messam Welcome to our community of mentors at the
University of Technology, Jamaica (UTech, Jamaica)! We are happy that you
have chosen to support UTech, Jamaica in the personal and professional
development of our students, through mentorship. We are especially thankful to
our mentors who are also alumni of UTech, Jamaica, for giving back to your
alma mater in this act of service.
As mentors, you enter the lives of our students at a critical and vulnerable period
of their life-stage and development. Many of our students, though enrolled in
degree programmes, are still unclear about their career goals, and how best to
make wise decisions relevant to their significant relationships and the demands
of daily life.
As you engage with your mentee, you will serve multiple roles, including
teacher, coach, confidante, comforter, and champion. You will serve as an
example of professionalism and help them to transition with support and greater
confidence into the world of work. Your choice to engage with our students as
mentor will ensure a positive and life-enhancing experience for you and your
mentee.
6
We in the Alumni Relations Office are ready to support you in any way we can
to ensure that you have a positively impactful academic year in our mentorship
programme. Thank you for investing in the development of our students, our
University and our nation. We wish for you a strong, vibrant and enduring
mentor-mentee relationship this academic year and beyond.
7
8
The concept of Mentoring
Mentoring is not a new concept. In ancient societies, the passing on of ideas
and ideals of behaviour, was a means of ensuring continuity of societal codes
of conduct. In Greek mythology, Greek gods and goddesses were models of
those societies and each of them had set patterns of behaviour/expectations
that people sought to emulate or appease.
This concept which revolves around the interaction between a trusted friend
or experienced individual and a less-experienced or younger person,
continues today.
In the informal sense, mentoring takes place quite unconsciously. An
individual may provide guidance by virtue of his/her behaviour to a less
experienced or younger person. Likewise, a mentee may select someone
he/she admires and seek to emulate that individual.
Hence some mentors are chosen, some evolve naturally, based on the heights
of their achievements, earned respect and/or their willingness to lead. In
modern times mentoring has been developed as an academic concept where
formulating and measuring progress of the programme is documented.
In whatever format, the objectives of mentoring are the same. Such a
programme provides young people with a trusted friend who offers
direction and support to them and who contributes to their psychosocial
development, guiding them into adulthood and independence.
Thus the shaping of new societies is a direct function of these relationships.
The UTech Mentorship Programme--helping students
to bridge the gap between the University and the world
of work.
9
The Nature of the UTech, JA.
Mentorship relationship
There is no single formula for good mentoring!
Establishing a positive mentoring relationship is similar to establishing any
other valued human relationship in a number of respects. In any
relationship, both parties usually have a genuine desire to understand the
values and expectations of the other person, and to respect and become
sensitive to another’s feelings and needs.
The Mentorship relationship at Utech, Ja. differs in an important way from
other personal relationships because it is professional in nature. Mentors
are responsible for conveying and upholding the standards, norms and
values of a particular profession. In addition, they are responsible for
offering support and challenge to their mentees, while the mentees strive to
fulfil the expectations of the profession.
Healthy mentoring relationships therefore, can be viewed as evolutionary
rather than static in nature. These relationships change because the purpose
of the relationship is to enable the mentee to acquire new knowledge, skills
and standards of professional competence. As a mentee’s performance
evolves to new levels of competence under the mentor’s guidance and
support, the relationship will necessarily change. It is important that both
individuals establish a number of objectives that are attainable over the
specified period, as a means of measuring the success/progress of the
relationship.
10
E-Mentoring
Fostering Local and International Connections
With the help of telecommunications, the programme has been expanded to
include a network of mentoring relationships locally and internationally. In
this new modality, participants communicate with the use of the internet, or
telephone-although where possible, face-to-face contact is encouraged.
The main difference between mentoring and e-mentoring is the absence of
the face to face contact between e-mentors and e-mentees. E-mentors and
e-mentees are subject to the same selection and matching process as obtains
under the regular programme. Interested participants are requested to be
guided by this manual.
This programme is open to third and final year students. The mentee will
continue the programme into the following year with full mentoring with a
mentor who can offer a more personalised relationship.
President Dr Rae Davis officially launched this new feature in September
2003.
11
Expectations of the Mentor
CHARACTERISTICS OF A GOOD MENTOR
M- Moral Support----genuine and loyal
E- Emotional Encouragement
N- Nurturer
T- Tutor
O- Observer
R- Role Model---Respectful
PUTTING SKILLS INTO PRACTICE
OPEN COMMUNICATIONS
1. Listen
2. Answer questions
3. Teach
4. Be honest and transparent
5. Share life experiences, wisdom, as well as technical expertise
12
EFFECTIVE LISTENING
Careful listening allows you to hear exactly what your mentee is trying to
tell you without being judgemental.
Pay attention to the undertones – attitude and body language. When you
think you have understood a point, it might be helpful to repeat it to your
mentee and ask whether you have understood correctly.
Through careful listening, you convey empathy and understanding of his
/her challenges. When your mentee feels this empathy, the way is open for
clear communication and more effective mentoring.
KEEPING IN TOUCH
Your assessment of your mentee will determine the type and amount of
assistance he/she needs. Do not assume that the only students who need help
are those who ask for it. Even a student who is doing well could need an
occasional serious conversation. Encourage telephone calls and e-mail for
more regular contact.
NETWORKING
You can be a powerful ally for your mentee by helping him/her to build
network of contacts. Advise him/her of the far-reaching effects of
networking on the job, during internships, meetings of professional
societies, service clubs etc. Your mentee may lack sufficient experience to
imagine what kind of work he/she might do as a professional. Networking
may help to clarify.
13
The University prohibits monetary exchanges. If you wish to assist your mentee financially, this must be done through the Department of
Student Services.
14
GUIDANCE
Never assume that your mentee knows something just because it is obvious
to you. One of your goals is to be a guide to his professional universe. MOTIVATION
Gently probe your mentee's level of interest and provide the necessary
motivation for his/her achievement. If he/she has low self-confidence,
introduce him/her to another student or a colleague who faced similar
challenges; talk with him/her more; build his/her confidence.
ROLE MODEL
You provide a personal window for your mentee to see his/her future. Your
ethical and professional behaviour, as well as a positive attitude towards
your work, will make a strong impression on your mentee. You may even
be a source of encouragement for your mentee to become a mentor someday.
CONFIDENTIALITY
Do not reveal the mentee’s private business to your friends or family
members, especially your children. This is a small world and the mentee may
just hear it again from a third or fourth party. This could devastate the
individual and destroy trust in adults.
PERSONAL DISTANCE
Do not become emotionally attached to the mentee so that you long for his
or her companionship. Keep the discussions on general and non-personal
issues. If the mentee volunteers personal information, do not refuse it but
handle it professionally.
FINDING COMMON GROUND
Establish commonalities between you. This facilitates conversation and
undergirds your relationship. When a problem is presented by the mentee,
respond with a series of questions, answers to which will help him or her to
understand the issue better and arrive at his or her own decision as to how
to proceed.
15
DO NOT PREACH, DO NOT SEEK TO CONTROL
Usually the mentee already knows that some actions are wrong. Preaching
will only lower the person’s self-esteem and create a sense of hopelessness.
Provide the necessary encouragement.
ALWAYS INSPIRE HOPE
Encourage positive thinking. Whatever the situation, mentees can become
better if we adopt the right thoughts and attitude toward the cause of their
distress.
DO NOT APPLY PRESSURE
It does not matter how many benefits you perceive that a certain course of
action may have for the mentee, if he or she says, “no,” then, that should be
the end of the discussion.
RESPECT THE MENTEE’S WISHES
If the mentee insists on carrying out injurious actions, you can only point
out the negative implications of such actions. Leave the issue there.
Sometimes people will only learn from their own mistakes. Coercion will
only lead to resentment and erosion of trust. Be there for him or her when the
chips fall. Assure him or her of your care and concern.
UPHOLD MORAL STANDARDS
Despite the situation, do not cooperate with the mentee to become engaged in
immoral acts. Examples of this may be:
Plagiarism
Lying about completion of assignments on time
Taking/dealing in drugs
LEAD BY EXAMPLE
You should be seeking to impart high moral and professional standards. You
yourself ought to be a model of these values and attitudes. During informal
conversations, tell stories of some of the work or socially related problems you
faced and how you applied honesty and integrity in dealing with these problems.
Idealize the benefits gained from the experience and share your commitment to
repeat your principled actions should you be placed in the situation again. Even if
you suffered loss for your principled stance, show how emotional maturity and
learning sometimes come at a great price.
16
COMMUNICATE YOUR STANCE ON ETHICS AND MORALS
Make it clear that you do not support socially unacceptable behaviour. Do not
destroy a mentees self-respect by insulting, cursing or abusing; especially, do not
reprimand in the presence of others. Silence can be most effective at times.
YOU ARE NOT A PANACEA
You cannot solve all problems. Identify the ones that are within your competence
to handle and make use of the referral form to refer the others to the relevant
specialists. Be sure to inform the mentee of your intended actions. If he or she says,
“no,” then let the decision be “no.”
REGARD ALL THEIR ISSUES AS IMPORTANT
The mentee will from time to time confide in you some concern he or she regards
as very serious. In your opinion, such a concern may be utterly groundless and
even trivial. But to the mentee, it is all-important. Seek to empathise with the
individual and make suggestions as to how he or she may deal with the concern.
DO NOT ACCEPT IDOL WORSHIP
Be sensitive to needs for guidance but do not allow them to idolize you, place you
on a pedestal or deify you. Explain you are subject to faults and weaknesses like
other human beings.
I T I S I M P O R T A N T T H A T A H E A L T H Y B A L A N C E I S
M A I N T A I N E D I N Y O U R I N T E R A C T I O N S .
17
BE BOLD ENOUGH TO SAY YOU ARE SORRY
Be quick to apologize for broken promises or for any perceived emotional
hurt that you may have caused the mentee. Do not make it a habit to break
promises.
DO NOT BE HYPOCRITICAL AND DO NOT DECEIVE
Do not praise when there is need to express disapproval. If a female unwed
mentee becomes pregnant, do not say, “That’s great! When is the baby
due?” Of course, if you are genuinely convinced that the pregnancy is a great
idea there is every reason to express the sentiments.
18
The First Move
An effective mentorship relationship is characterised by mutual respect,
trust, understanding and empathy. There is no single formula for good
mentorship. Different mentees will require different amounts and kinds of
attention, advice, information and encouragement.
Show interest in the mentee.
Inform your mentee how you wish to be addressed by him/her.
Discuss with your mentee his/her understanding of the mentoring
programme.
Tell him/her your understanding of the programme.
Set clear guidelines within which you both will operate.
Assure your mentee that whatever you discuss will be kept
confidential except in instances of imminent danger.
Find out more about your mentee - discuss his/her special interests,
career goals, likes and dislikes, hobbies, talent etc.
Encourage your mentee to talk to you - advise of your availability to
him/her.
Explain your professional pressures and time constraints and the
importance of punctuality.
19
Expectations of the Mentee
Self-motivated – You must take initiative too. Do not leave it all up to your
mentor. Ask questions, make telephone calls, make suggestions - Use the
knowledge and resources that your mentor passes on to you.
Resilient - There will be moments of disappointment. You may not live up
to the expectations of your mentor or even your own expectations. Brush
yourself off and try again.
Ambitious - Keep your goals in sight and remain focused.
Willing to learn - There are many lessons you can learn from interacting
with your mentor.
Understanding of your mentor’s limitations -Remember that your mentor
is only human. He/she may not have all the answers.
Make a Good First Impression-First impressions are lasting, so ensure
your behaviour and appearance are to the best of your ability.
20
Your participation in the programme is an indication of your interest in
learning new skills in preparation for the work world. In this competitive
global economy, the out-of-classroom experiences contribute immensely to
your development and marketability.
It is always important to remember that the mentoring relationship is a
professional one and that your mentor is a volunteer who is willing to
share his/her experiences with you to help make you better prepared for
your transition to the work world. So be guided by the following:
Be honest and detailed- An honest and detailed completion of your
application form will ensure that your mentor understands who you
are and the goals you wish to achieve. This will better prepare
him/her to work with you.
Be open-minded- Be prepared to accept the mentor who is assigned
to you. Do not have preconceived ideas of who your mentor should
be.
Express your understanding of the Programme: At the first and
second meetings, ensure that you and your mentor have a similar
understanding of the Programme and how you both will operate.
21
Respect your mentor’s time: Always be punctual and stick to the
times that the mentor has available to deal with you. Should you be
faced with an emergency, do call to reschedule.
Uphold moral standards-Apply moral conduct in your relationship
with your mentor.
Do not request monetary exchanges-nor regard your mentor as a
source for any exchange of funds.
Do not idol-worship your mentor-Your mentor, like other human
beings is subject to faults and weaknesses. Keep the relationship on
an even keel.
Dress appropriately for all occasions-Ask for guidance on mode of
dress required to attend functions when uncertain. As a rule, dress
modestly.
22
Spending quality time with your mentor is highly recommended as this
affords you an opportunity to enhance your relationship.
Here are some activities that that you can do together:
Attend Business Lunches
Seminars/Workshops
Meetings
Tour of Institutions/Organizations
Alumni Functions
University Functions
Lectures
Cultural shows
Design a business portfolio
R E M E M B E R T H A T T H E M E N T O R S H I P
P R O G R A M M E I S A P R O F E S S I O N A L
O N E A N D I S N O T M E A N T F O R
P E R S O N A L R E L A T I O N S H I P S .
23
Over time and with several occasions to meet and do things together, you
will build trust and confidence in your mentor.
You may find that your relationship grows and far exceeds the time
allocated for the Programme. The mentor and mentee may eventually
redefine their relationship as colleagues, peers and/or friends.
24
The Programme Provides:
Professional linkages.
Mentees with a direct reference for the purpose of receiving.
guidance and encouragement.
A bridge to the corporate world.
A role model reference point.
A forum in to which discover weaknesses and showcase strengths.
An opportunity for acquiring new knowledge, skills and standards
of professional competence.
An opportunity for dealing with problems.
An opportunity to develop lifelong relationships.
25
GETTING STARTED
Procedure: The following procedures will assist and guide you successfully through the
programme:
Mentors:
New mentors should attend the Mentorship Workshop.
All mentors should attend the official launch of the Mentorship
Opening Reception. Except in extreme case where one is unable to
attend, this must be communicated. (Please disregard if you have
already communicated with us)
Mentors should assist their mentee with creating a career portfolio.
(If requested, a sample portfolio can be provided for guidance.)
Providing or organizing ONE mock interview experience for their
mentee.
All mentors should attend closing function.
The mentee (Student) will do an evaluation of their experience with
their mentor.
Mentors are expected to make contact with their mentee for the
duration of programme when they are available.
26
The following procedures will assist and guide you successfully through the
programme:
Mentees:
All mentees should attend the mentee briefing session before
commencing the programme.
All mentees should attend the official launch of the Mentorship
Opening Reception. Except in extreme case where one is unable to
attend, this must be communicated. (Please disregard if you have
already communicated with us)
Mentees should create a career portfolio with assistance from
mentor. (If requested, a sample portfolio can be provided for guidance.)
All mentees should attend closing function online.
The mentor will do an evaluation of their experience with their
mentee.
Mentees are expected to make contact with their mentor for the
duration of programme when they are available.
27
BUILDING RELATIONSHIPS
Mentoring is not an attempt to create a clone, but an opportunity to see your
mentee fulfil his/her unique potential.
Effective mentoring does not have to be time-consuming. Lead by example!
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